Ability to Execute
Product/Service: Core goods and services that compete in and/or serve the defined market. This includes current product and service capabilities, quality, feature sets, skills, etc. This can be offered natively or through OEM agreements/partnerships, as defined in the Market Definition and detailed in the subcriteria.
Evaluates vendors by looking at their overall WAN edge networking portfolios, including all hardware and software aspects of WAN edge networking. This includes physical and virtual CPE, controllers, gateways, and the relevant automation, management and orchestration of those components. We consider the breadth and depth of WAN Edge functions that the vendor offers, as well as automation and integration within broader networking workflows and orchestration. Particular attention will be paid to management that is application/business-outcome-focused. We consider product and architectural migration strategies, and the ability to address customers’ multicloud deployment requirements, application performance, security, traffic steering, scalability and resiliency needs. We focus on the vendor’s flagship enterprise offering and/or the products they lead with for enterprise accounts.
Overall Viability: Viability includes an assessment of the organization’s overall financial health, as well as the financial and practical success of the business unit. This evaluates the likelihood of the organization to continue to offer and invest in the product, as well as the product position in the current portfolio.
Sales Execution/Pricing: The organization’s capabilities in all presales activities and the structure that supports them. This includes deal management, pricing and negotiation, presales support and the overall effectiveness of the sales channel. We also include the vendor’s estimated market share and growth.
Evaluates presales and go-to-market sales activities of both the vendor and its channels, and includes analysis of how the vendor interacts with its customers and prospects. The second aspect of this criterion includes our evaluation of the cost-effectiveness of the solutions for purchase and support over their useful life, and the ability to recognize and position the most appropriate solution in specific sales situations.
Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor’s history of responsiveness to changing market demands. This includes how well the vendors’ offerings match buyer’s requirements at the time of purchase.
We assess the vendor’s track record in delivering new capabilities when the market needs them in terms of timing and scope. This criterion also considers the vendor’s history of responsiveness in terms of changing market demands. This evaluation is not limited to products, it involves pricing/licensing as well.
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization’s message in order to influence the market, promote the brand, increase awareness of products and establish a positive identification in the minds of customers. This “mind share” can be driven by a combination of publicity, promotional, thought leadership, social media, referrals and sales activities.
Focuses on how the vendor is perceived in the market, and how well its marketing programs are recognized in generating awareness. For WAN edge infrastructure, the evaluation focuses on how well the vendor is able to influence and shape perception in the market through marketing activities and thought leadership. An additional indicator for this criterion is how often Gartner clients inquire about a specific vendor in terms of its capabilities and reputation or in a shortlist evaluation process.
Customer Experience: Products and services and/or programs that enable customers to achieve anticipated results with the products evaluated. Specifically, this includes quality supplier/buyer interactions technical support, or account support. This may also include ancillary tools, customer support programs, availability of user groups, service-level agreements (SLAs), etc.
Looks at all aspects of the customer experience (including pricing, setup, day-to-day production, as well as support), with a heavier weighting on postsales service and support activities. This includes customer’s experience with the vendor’s WAN edge products and services used in their production environments. This also includes initial provisioning, as well as the day-to-day operation and management of WANs. It includes the ability to upgrade software and work with technical support to solve problems. Hardware and software quality and how customers describe their experience with the vendors’ products are evaluated.
Table 1: Ability to Execute Evaluation Criteria
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Evaluation Criteria
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Weighting
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Product or Service
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High
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Overall Viability
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High
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Sales Execution/Pricing
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Medium
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Market Responsiveness/Record
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High
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Marketing Execution
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Medium
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Customer Experience
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High
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Operations
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Not Rated
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Source: Gartner (November 2019)
Completeness of Vision
Market Understanding: Ability to understand customer needs and translate them into products and services. Vendors with a clear vision of their market listen, understand customer demands, and can shape or enhance market changes with their added vision.
Assesses the vendor’s ability to look into the future needs and drive new ideas into product roadmaps and offerings. This includes the vendor’s understanding of the core WAN edge infrastructure buyers as described in the Market Definition, as well as understanding the competitive nature of the market. In this market, we look at the vendor’s ability to address the challenges associated with distributed branch office locations. This may include simplified central management, large-scale deployments, latency/bandwidth challenges, automation, multicloud networking, changing application deployment scenarios (including on-premises), IaaS/PaaS, and SaaS architectures, openness, choice and investment protection.
Marketing Strategy: Clear, differentiated messaging consistently communicated internally, externalized through social media, advertising, customer programs and positioning statements.
Evaluates the ability of the vendor to influence the market through its messaging and marketing campaigns. Furthermore, this includes the extent to which the vendor articulates a clear, consistent and differentiated message that is aligned with end-user needs. We look for consistent communication throughout the organization and through its website, advertising, customer programs and positioning statements, as well as statements of direction and product roadmaps.
Sales Strategy: A sound strategy for selling that uses the appropriate networks, including direct and indirect sales, marketing, service, and communication. This also includes partners that extend the scope and depth of market reach, expertise, technologies, services and their customer base.
Evaluates the vendor’s use of direct and indirect sales to extend the scope and depth of its market reach. Furthermore, this includes the extent to which the vendor articulates a clear, consistent and differentiated sales strategy that engages with buyers. It involves the development of effective go-to-market strategies, alliances and partnerships leveraging value-added resellers (VARs), SIs, Master Agents, NSPs, MSPs and OEM resellers as appropriate. In addition, this includes how the vendor exploits new business models that are emerging due to market and technology transitions.
Offering (Product) Strategy: An approach to product development and delivery that emphasizes market differentiation, functionality, methodology and features as they map to current and future requirements.
Evaluates how the vendor plans and invests in R&D to continue to innovate in the key market transitions identified in the Market Definition/Description and Extended Market Definition sections. This includes product roadmaps around existing and future WAN edge functions. This also includes not just the raw functions, but also the vendor’s overall architecture across the portfolio.
Business Model: The design, logic and execution of the organization’s business proposition to achieve continued success.
Assesses the soundness and logic of a technology provider’s underlying business proposition and how revenue/profitability is derived.
Vertical/Industry Strategy: The strategy to direct resources (e.g., sales and product development), skills, and products to meet the specific needs of individual market segments, including verticals.
Measures the vendor’s ability to address the unique requirements of particular vertical industries and to employ the associated sales channels to build a sustainable business advantage.
Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, defensive or preemptive purposes.
Measures the vendor’s ability to address emerging WAN edge requirements, and/or increasing value to enterprise customers. We look at how the vendor invests in new technologies to move its business and the market forward, with a focus on technologies that are differentiated, unique and offer high value to the enterprise buyer. Specific examples include application centricity, intent-driven networking, security, improved management and automation, and even nonproduct innovations, such as consumption-based pricing and new models (e.g., hybrid offerings that bundle product and managed services).
A key attribute in the WAN edge market is for the vendor to innovate in technology areas that meet emerging enterprise market requirements around simplified management of hybrid WAN architectures, including increasing levels of automation. Innovation is not a checkbox of current and proposed product features. It is not limited to product; it can cover multiple aspects of the vendor’s strategy that delivers new capabilities that differentiates it in the marketplace, including new pricing and operational models.
Geographic Strategy: The vendor’s strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the “home” or native geography, either directly or through partners, channels and subsidiaries, as appropriate, for that geography and market.
It measures the vendor’s ability to address any unique product requirements of particular geographies and to use the associated messaging, partnerships, as well as sales channels, to build a sustainable business advantage.
Table 2: Completeness of Vision Evaluation Criteria
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Evaluation Criteria
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Weighting
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Market Understanding
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High
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Marketing Strategy
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Medium
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Sales Strategy
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Medium
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Offering (Product) Strategy
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High
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Business Model
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Medium
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Vertical/Industry Strategy
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Low
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Innovation
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High
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Geographic Strategy
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Low
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Source: Gartner (November 2019)